Capital Structure : Samsung and Intel 1 | | Samsung Electronics | | Intel | | 1997 | 1998 | 1999 | | 1997 | 1998 | 1999 | Assets | 32‚035 | 24‚105 | 29‚178 | | 28‚880 | 31‚471 | 43‚849 | Liabilities | 27‚386 | 19‚016 | 16‚004 | | 9‚585 | 8‚094 | 11‚314 | Shareholders’ Equity | 4‚649 | 5‚089 | 13‚174 | | 19‚295 | 23‚377 | 32‚535 | | | | | | | | | Debt/Equity | 5.89 | 3.74 | 1.21 | | 0.50 | 0.35 | 0.35 | Debt/Capitalization | 0.85 | 0.79 | 0.55 | | 0.33 | 0.26 |
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INTRODUCTION Meaning of Human Resource - HR As companies reorganize to gain competitive edge‚ human resources plays a key role in helping companies deal with a fast-changing competitive environment and the greater demand for quality employees. Research conducted by The Conference Board has found six key people-related activities that human resources completes to add value to a company: 1. effectively managing and utilizing people. 2. Trying performance appraisal and compensation to competencies
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Case Study: Samsung Electronics Company : Global Marketing Operations Samsung Electronics Company (SEC) was founded in 1969‚ as a low-cost manufacturer of black and white televisions. Throughout the 1980s‚ SEC supplied massive quantities such as televisions‚ VCRs‚ and microwaves ovens. The company sold their product to original equipment manufacturers (OEMs) that later on will be resold under their big brand name in the industry. In 1993‚ the company’s chairman‚ Lee‚ was initiated to make “
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organizations to the level of nations.[i] The more traditional usage within corporations and businesses refers to the individuals within a firm or agency‚ and to the portion of the organization that deals with hiring‚ firing‚ training‚ and other personnel issues‚ typically referred to as human resources management. Human resource management (HRM)[1] is a business practice to managing the workforce. It is one of several important functions in modern organizations. HRM helps to structure employee and
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SAJMR Spectrum: A Journal of Multidisciplinary Research Vol.1 Issue 9‚ December 2012‚ ISSN 2278‐0637 HUMAN RESOURCES MANAGEMENT PRACTICES IN SMALL AND MEDIUM INDUSTRIES – AN INDIAN EXPERIENCE DR. K. SUNDAR*; P. ASHOK KUMAR** *Associate Professor‚ Commerce Wing‚ DDE‚ Annamalai University‚ Annamalai Nagar‚ Tamil Nadu. **Ph.D Research Scholar‚ Department of Commerce‚ Annamalai University‚ Annamalai Nagar‚ Tamil Nadu. ABSTRACT A study on Human Resources Management was made
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which resold them under their own brand names Known for selling high-quality‚ innovative products under the Samsung brand Very little value placed on marketing and the importance of branding Samsung greatly values marketing and it has now become‚ next to R&D‚ the largest expense on their books Unable to attract the best scientists and engineers to work on product development Samsung spends Billions annually on R&D in facilities in Korea and abroad giving designers and engineers the support needed
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|Luton & Dusntable University Hospital nHS Trust | |The Role of HR | | | |
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Productivity: HR Forecasting- HR Demand & HR Supply 1. Strategic manpower Planning: p. 51 Strategic manpower planning is a dynamic‚ proactive‚ ongoing process of systematically attracting‚ identifying‚ developing‚ mentoring‚ and retaining employees to support current and future organizational goals. Successful SMP needs--- Must be a team approach not a single act Must have support of senior management Must have line management ownership Be involved in the process with support from HR personnel
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By: Hani Abdul Baki January 2012 TABLE OF CONTENTS Introduction | 3 | What is GREEN HR | 3 | Green HRM helps in many activities | 4 | HR role in Greening | 5 | Green Recruiting & Selection | 6 | Green training and learning | 7 | Performance Management | 10 | Rewards | 10 | How to Create a Sustainable … Green … HR Functions | 10 | Essential Greening Activities For HR | 12 | Examples of proud companies | 14 | The various green programs | 15 | Conclusion | 15
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offer customers “anything‚ anytime‚ anywhere” around the world. * 1st major trade agreement of 20th century- General agreement on tariffs and trade (GATT) How globalization affects HRM * Going global- they have to balance a set of complicated issues related to diff geographies‚ including different cultures‚ employment laws and business practices. * Emloyees who are willing to pursue global job opportunities even if it means working for the competing companies Challenge 2: Embracing new
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